Diversity management as a strategic human resource agenda: critique and roadmap

Pages26-29
Published date11 February 2019
DOIhttps://doi.org/10.1108/SHR-10-2018-0084
Date11 February 2019
AuthorRoshni Das
Subject MatterHR & organizational behaviour,Employee behaviour
On another note
Diversity management as a strategic
human resource agenda: critique
and roadmap
Roshni Das
Abstract
Purpose The paper’s premise is based upon the finding that organisations have not been able to
optimallyharvest the diversity dividend in the absence of proper integrationwith strategy. The paper aims
to addressthis gap in practice by proposing a framework.
Design/methodology/approach A critical analysisof the diversity literature is conducted.
Findings Multi-level, conceptual linkages with employee performance are derived and a five-point
implementableagenda is outlined for the strategichuman resource function.
Originality/value This paper highlights forthe practitioner, the value of having a structured approach
to diversitymanagement.
Keywords Performance, Diversity, Human resource management, Strategy
Paper type Viewpoint
Viewpoint
Diversity management (DM) is defined as “a strategy that firms use to more efficiently capitalize
on the opportunities that diversity offers and goes beyond affirmative action and EEO-based
programs” (Richard et al., 2013), where EEO stands for equal employment opportunity. There
are some studies that have taken a critical view of organizations and their strategic agenda in
this regard. It has been pointed out that organisations have untenably adopted disjointed and
half-hearted diversity measures, only to be able to fulfil compliance requirements insofar as
affirmative legislation is concerned. Less attention has been given to valuing, fostering and using
diversity. Consequently, in such instances, the human capital value of diversity is not realised.
Haq (2012) differentiates between the public and private sectors in India, with respect to the
affirmative action policy as it relates to the backward and scheduled castes and tribes. He
observes that only government organizations come under its purview, and as such only the y
undertake the implementation of the policy, but mostly in a compliance mode. The private
sector, especially MNCs, may pay special attention, only in respect of gender diversity.
Subeliani and Tsogas’ (2005) exploration of written or espoused diversity policies vis-a
`-vis
actual practice at Rabobank, The Netherlands, is extremely revealing and explicit in details.
They show that DM has been used by the bank primarily to impress and attract ethnic
customers, rather than to advance career prospects and quality of working life of ethnic
minority employees. The said employees remain segregated in lower positions and not
allowed to openly express their religion or culture.
Roshni Das is Doctoral
Scholar at the Department
of Organizational Behavior
and Human Resource
Management, Indian
Institute of Management
Indore, Indore, India.
PAGE 26 jSTRATEGIC HR REVIEW jVOL. 18 NO. 1 2019, pp. 26-29, ©EmeraldPublishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-10-2018-0084

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